本文關(guān)鍵詞：C銀行零售銀行業(yè)務(wù)發(fā)展戰(zhàn)略研究　出處：《電子科技大學(xué)》2012年碩士論文　論文類型：學(xué)位論文

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【摘要】：隨著我國(guó)經(jīng)濟(jì)迅速發(fā)展和居民財(cái)富的快速增長(zhǎng),零售銀行業(yè)務(wù)的市場(chǎng)潛力日益顯現(xiàn)。各家銀行普遍意識(shí)到了發(fā)展零售業(yè)務(wù)對(duì)于整個(gè)銀行持續(xù)穩(wěn)定發(fā)展的重要戰(zhàn)略意義,并逐步加快了零售銀行業(yè)務(wù)的發(fā)展步伐。 以此為背景，本文以研究C銀行的零售銀行業(yè)務(wù)的發(fā)展戰(zhàn)略為目標(biāo)，首先需要解決“制定零售銀行戰(zhàn)略的現(xiàn)實(shí)意義何在”的問(wèn)題；作為中小股份制銀行的一員，C銀行面臨著與同類銀行相同的外部環(huán)境，本文遂又需要解決“什么樣的零售銀行戰(zhàn)略才是C銀行的正確選擇”這一問(wèn)題，本文將外部環(huán)境對(duì)中小股份制銀行的影響進(jìn)行了闡述，明確了C銀行發(fā)展零售銀行戰(zhàn)略的必要性和競(jìng)爭(zhēng)環(huán)境，并以此為依據(jù)，說(shuō)明了在制定成功的零售銀行戰(zhàn)略方面，什么才是C銀行的正確選擇；接著，本文從C銀行面臨的零售銀行業(yè)務(wù)發(fā)展瓶頸入手，研究了C銀行的零售銀行發(fā)展戰(zhàn)略，并單列一章，闡述了C銀行為保障這一戰(zhàn)略的順利實(shí)施，所采取的一系列措施。現(xiàn)將各章內(nèi)容分述如下： 本文第一章為緒論，介紹選題背景和意義、研究方法、數(shù)據(jù)和信息來(lái)源。 第二章對(duì)零售銀行業(yè)務(wù)及制定零售銀行戰(zhàn)略的現(xiàn)實(shí)意義進(jìn)行了概述。文章提出，零售銀行業(yè)務(wù)應(yīng)該在風(fēng)險(xiǎn)可控的前提下，關(guān)注客戶。這一方面要求銀行要了解客戶需求，，但更重要地是了解需求與當(dāng)前零售業(yè)務(wù)現(xiàn)狀的距離，有的放矢地進(jìn)行改革�？蛻羰倾y行的衣食父母，制定并實(shí)施符合客戶日益提升的金融需求的戰(zhàn)略，是銀行發(fā)展的首要問(wèn)題。 第三章對(duì)中小股份制銀行制定零售戰(zhàn)略所面臨的外部環(huán)境進(jìn)行了分析，以說(shuō)明C銀行發(fā)展零售銀行業(yè)務(wù)的必要性和面臨的競(jìng)爭(zhēng)態(tài)勢(shì)和C銀行應(yīng)有的發(fā)展戰(zhàn)略。文章認(rèn)為，從國(guó)內(nèi)中小股份制商業(yè)銀行的外部環(huán)境和自身現(xiàn)狀看，發(fā)展零售銀行業(yè)務(wù)既具備一系列的有利條件，又是銀行可持續(xù)發(fā)展的內(nèi)在要求。通過(guò)對(duì)同業(yè)的X銀行和J銀行的零售戰(zhàn)略進(jìn)行的調(diào)研，筆者提出，中小股份制商業(yè)銀行必須根據(jù)自身的條件走一條積累、經(jīng)營(yíng)、增值三個(gè)階段同時(shí)啟動(dòng)、一體化運(yùn)作的零售銀行發(fā)展道路。 第四章闡述了C銀行的零售銀行經(jīng)營(yíng)策略，并從發(fā)展瓶頸入手，介紹了C銀行實(shí)施零售銀行發(fā)展戰(zhàn)略的概況和實(shí)施設(shè)想。 第五章以C銀行自主研發(fā)的居家易聯(lián)名卡為例，描述和構(gòu)建了一個(gè)實(shí)施C銀行戰(zhàn)略構(gòu)想的可資借鑒的模式。 第六章闡述了C銀行為切實(shí)執(zhí)行發(fā)展戰(zhàn)略而設(shè)置的一系列保障措施，筆者認(rèn)為，實(shí)現(xiàn)C銀行的零售戰(zhàn)略規(guī)劃必須要有組織的保障和具體的實(shí)施計(jì)劃，必須通過(guò)有效的戰(zhàn)略領(lǐng)導(dǎo)與組織、戰(zhàn)略細(xì)化與推進(jìn)、評(píng)價(jià)修改與檢查等舉措，組織戰(zhàn)略實(shí)施，提高戰(zhàn)略執(zhí)行力。筆者通過(guò)對(duì)建立健全有效的零售戰(zhàn)略領(lǐng)導(dǎo)與組織體系、健全和強(qiáng)化戰(zhàn)略規(guī)劃的細(xì)化與推進(jìn)機(jī)制、建立與加強(qiáng)戰(zhàn)略規(guī)劃的評(píng)估、修改與檢查機(jī)制三方面的論述，以期對(duì)中小股份制零售銀行戰(zhàn)略的制定和實(shí)施提供參考和借鑒。
[Abstract]:With the rapid growth of China's economy and the rapid development of household wealth, the retail banking market potential is increasingly apparent. Banks generally aware of the retail business development strategy for sustainable and stable development of the whole bank, and gradually accelerate the pace of development of the retail banking business.
Under this background, this paper research on the development strategy of C bank's retail banking business as the goal, you first need to solve the practical significance to develop retail banking strategy where the problem; as a member of the small and medium-sized joint-stock banks, C banks are facing the same external environment and the bank, but also need to solve "what the retail banking strategy is the right choice of" C bank this problem, this paper will affect the external environment of small and medium-sized joint-stock banks are elaborated, clear the necessity of the development of C bank retail banking strategy and competitive environment, and on this basis, the retail banking strategy making, what is the correct choice of C bank; then, the retail banking business development bottleneck faced by the Bank of C, studied the development strategy of retail banking of C bank, and a separate chapter, elaborated the C bank In order to ensure the smooth implementation of this strategy, a series of measures have been taken. The contents of each chapter are described as follows:
The first chapter is the introduction, which introduces the background and significance of the topic, the method of research, the data and the source of information.
The second chapter provides an overview of the retail banking business and the practical significance to develop retail banking strategy. In this paper, the retail banking business should be under the premise of risk control, pay attention to customers. This requires banks to understand the needs of customers, but it is important to understand the needs and the status quo of retail business from targeted the reform of the bank's customers. Yisifumu, the formulation and implementation of the growing financial needs of customers strategy, is the primary problem of the development of banks.
The third chapter analyzes the small and medium-sized joint-stock banks to develop retail strategy facing the external environment, to illustrate the necessity of the development of the retail banking business of C bank and C bank faces competition situation and development strategy of the article, from the small and medium-sized joint-stock commercial bank's external environment and their own situation, the development of retail banking the business has a series of favorable conditions, but also is the inherent requirement of sustainable development of banks. Through the investigation, with the X bank and J bank retail strategy is put forward in this paper, the small and medium-sized joint-stock commercial banks must according to their own conditions and take a accumulation of business, value-added three stages started at the same time, the development of the road retail banking integrated operation.
The fourth chapter expounds the retail bank management strategy of C bank, and starts with the bottleneck of development, and introduces the general situation and implementation of C bank's implementation of retail bank development strategy.
The fifth chapter describes and constructs a model that can be used for reference by the C bank's strategic concept, taking the C bank's home easy joint card as an example.
The sixth chapter describes the C bank for effective implementation of development strategies and a series of security measures, set the author believes that the implementation of strategic planning of retail bank C must have the guarantee and the concrete implementation plan, must through the strategic leadership and organizational effectiveness, and promote the refinement strategy, evaluation and modification and inspection measures, organization the implementation of the strategy, improve strategy execution. Through the establishment of a sound and effective retail strategic leadership and organization system, improving and refining strengthening strategic planning and promoting mechanism, establishing the evaluation and strengthen strategic planning, three aspects of revision and inspection mechanism are discussed, in order to develop small and medium-sized joint-stock retail banking strategy and implementation reference.

【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2

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